1.1 Background to the Study
Right from the beginning of Nigeria’s nationhood in 1960, it was clear that the rate of national development and technological advancement evolved not so much on the availability of means and resources but on the articulation and effective utilization of Nigeria’s vast human and material resources, Hacket (1979:41) highlights this when he observes that awareness of the necessity for training and development in Nigeria is low as reflected in productivity in Nigerian organizations. In order to get the best from an employee, it is important for his employer to develop, train and retrain him to acquire and improve his skills, which enhances his productivity.
Training of employee has become a major pre-occupation in modern organizational objective of growth. To achieve this basic objective of growth and profitability, it means that management as well as employees must improve their input into the organization. This is because the performance of an organization is a function of the collective performances of the employees. Garavan, Costine and Herathy (1995:47) opine that there are many critical factors which organizations must consider as they face the future. This alone implies that the success of an organization depends on who works to achieve the organization’s objective, that is, the presence of qualified man power. The internal and external environments of any organization are dynamic. They change as time changes. For instance, changes have resulted from advancement in science and technology, intensified pattern of competition, quest for competitive advantages brought about by closer customer relationship, devolved decision making, quality improvement of products and services to mention just a few. This dynamic nature of organization’s environment triggered the thought of improvement in the performance of employees, in order to outweigh competitors by providing quality goods and services. In an attempt to remedy this basic quest for improved job performance, the issue of getting qualified staff as well as retain high calibre employees and develop a more flexible adaptable skill base to cope with the volatile market is therefore important. Armer (1970:30) emphasizes that over time, people become uneducated and therefore, incompetent to perform at a level they once performed adequately. Training enhances this, as they are organizational efforts aimed at helping an employee acquire basic skills required for efficient execution of the functions for which they are hired.
One would add that training is a set of activities, whereby, practitioners, managers or would be managers are assisted in improving their individual competence and performance as well as the organization’s environment with the ultimate goal of raising the standard of organizational performance. It therefore follows, that employee training and development are at the heart of employee utilization, productivity, commitment, motivation and growth. An organization may have employees that are determined with appropriate equipment a managerial support, yet employee performance falls below expected standards. The missing factor in many cases is lack of adequate skills and knowledge, which are acquired through training. Ubeku (1995:10) sees human resource management as a control function exercised by all managers in an organization and/or by a particular department often designated as personnel or human resources. It is therefore, important that the need for training be identified and provided for. It is an indispensable part of management function in terms of operational efficiency and effectiveness. This is because an organization which puts great emphasis on employee training is directly planning for its survival and steady growth.
1.2 Statement of the Problem
The issues of employee training were not taken seriously by many organizations. This is because of the failure to acknowledge the fact that the business environment has become very dynamic and only those organizations with the right manpower to meet the modern technological and informational need in the business times can succeed in the globalized business world.
Training is paramount to the success of any modern organization, for organization to compete effectively it must train its manpower to meet with the requirements for sustainability. However, organisations that do not train or embark on inadequate training encounter certain problems, these include low performance, poor coordination, increase labour turnover, inadequate manpower low capital base, loss of market share, and the inability to cope favorably with the technological and informational demands of the business environment.
What organizations could do to handle these problems is to engage on effective training of employees. Thus, a study on training becomes necessary.
1.3 Research Questions
The research questions for this study are clearly stated as follows:
- What is the nature of relationship between training and organizational growth?
- To what extent has training resulted to employee job satisfaction?
- What is the effect of training on employee’s self-confidence?
- What is the effect of training on employee performance?
1.4 Objectives of the Study
The objectives of the study are as follows:
- To determine the nature of relationship between training and organizational growth.
- To evaluate the extent to which training results to employee job satisfaction.
- To examine the effect of training on employee self-confidence.
- To evaluate the effect of training on employee performance.
1.5 Research Hypotheses
The hypotheses for this study are stated as follows:
- Ho: There is no significant relationship between training and organizational growth
H1: There is a significant relationship between training and organizational growth.
- Ho: The extent to which training resulted to employee satisfaction is not significant.
H1: The extent to which training resulted to employee satisfaction is significant.
3 Ho: Training does not increase employee’s self-confidence.
H1: Training increases employee’s self-confidence.
- Ho: Employee training does not increase productivity.
H1: Employee training increases productivity.
1.6 Significance of the Study
The result of this study will serve as a yardstick to measure the successes of training in the commercial banks. The study will prepare the managers of banks with the right information for training.
The study will correct the misconceptions by most people that investment in training is a waste of organization scarce resources that could be utilized for other things. The study will also serve as reference materials for future studies.
1.7 Scope and Limitations of the Study
The scope of this study is restricted to the impact of training on employee’s performance in the commercial banking industry. Geographically, the study was conducted at three major banks in Delta State they are the UBA, First Bank of Nigeria Plc and Intercontinental Bank of Nigeria Plc.
In the course of this research, there were several constraints, some of which are:
Financial Constraint: A study of this magnitude requires a huge sum of money to source and analyze data. Due to financial constraint the researcher could not cover all the commercial banks in Delta state.
Time Constraint: A study of this nature would normally require years to complete. That much needed time was not there but the work has to be carriedout within a stipulated period of time.
Attitude of respondents: Few of the respondents were reluctant to give vital information since they were not certain of the implication of doing so.
1.8 Definitions of Terms
In the course of the study, the following terms were used.
- Training: A systematic acquisition of knowledge, skills and attitude required by an individual to perform a task adequately.
- Employee Performance: An increase in employee’s productivity, being able to meet a set objective effectively and efficiently.
- Goal: This means objects of one’s effort. It can also mean one’s target
- Job: A piece of work either to be done or completed.